Talent Development
Talent Development - Corporate Employees
Across all of our brands we foster a single culture built on
empowerment, accountability, and meritocracy, that drives us
towards achieving our Big Dream of building the most loved
restaurant brands in the world. By encouraging people to
move through the organization across brands and geographies,
as well as providing training and responsibilities that
broaden their leadership capabilities, we quickly and
effectively develop talent across the business. Ultimately
this enables our people to fulfill their personal career
goals while we pursue our Big Dream together.
Global Talent Development Programs
In an increasingly competitive job market and in order to
remain an employer of choice, we recognize the importance of
recruiting and retaining top talent. Through our globally
recognized full-time and intern programs, we seek to hire
top-performing and hard-working graduates and undergraduates
that share our company culture and values. We also actively
seek to bring in the best talent from outside these programs
as well.
The following programs are offered at our Restaurant Support
Centers and are critical in supporting the future talent
pipeline for the company:
The Leadership Development Program
offers new college or university graduates the opportunity
to participate in a multi-functional rotational program
which gives exposure to our business both in-restaurant and
in the corporate offices. Program participants gain both
hands-on experience and key skills they need to set them up
for success as future leaders of the company.
The MBA Leadership Program provides
successful
applicants with opportunities to pursue flexible career
paths
and explore growth potential at Restaurant Brands
International.
After completing their onboarding, MBAs jump right into real
high-impact roles where they have exposure to leadership
teams
and take personal ownership of business-critical,
major-scale
challenges.
Summer Internships are also
available in
both programs for undergraduates and MBAs, respectively, who
are still in school. Once they graduate, interns may be
invited
into the full Leadership Development or MBA Leadership
programs.
Learning from the Front Line
We believe it's important for our corporate employees to
understand
every aspect of the business – from the way we greet our guests
to the manner in which we prepare our food. That's why
employees
across our brands are encouraged to spend time serving our
guests
in Burger King, Tim Hortons, Popeyes and Firehouse Subs restaurants in their
communities.
Experience spending time in-restaurant provides our employees
with a chance to live our brands from the perspective of team
members
and guests, and garner an understanding of the opportunities,
challenges,
business patterns and needs of our restaurant owners.
Performance Management
Our performance management process has been designed to closely
align individual objectives to business objectives in a cohesive
way across the organization, and to develop and reward employees
for their contributions. Over and above regular performance
conversations,
twice a year, we conduct ‘talent assessments’ that identify
employee
strengths, and areas for development across a consistent
competency
framework in order to develop and support employees as they grow
their careers with us.
Engagement
At RBI, we see engagement as an outcome of a great employee
experience that is centered around our talent. We take a
holistic look at the employee life-cycle and aim to ensure we
live our values in everything that we do. As a result, it’s
important that our people are positioned for success from day
one. From having the right tools and technology for their role,
to access to learning and development resources, to establishing
collaborative relationships across the company—this and much
more creates a healthy workforce that is engaged and ready to
achieve the extraordinary. Central to our approach is feedback.
We believe that open and honest communication is important in
creating trust and taking smart action. That’s why we offer
various opportunities and vehicles for our people to share their
thoughts. From two-way engagement to regular surveys, we care
about what our people think and use their insights to influence
our strategy.
Wellness
To support the health and wellness of our employees around the
world, we benchmark our offering of corporate employee benefits
annually to ensure they remain relevant and competitive within
their respective geographic market. We have also developed a
global wellness calendar that includes education and activities
throughout the year, some of which include:
-
Annual health fair in our US office that provides, among
other things, biometric screenings (glucose, cholesterol,
blood
pressure, and BMI), carotid artery screenings for blockage
and
thickness of artery wall, and flu shots
-
Preferential rates for gym memberships in Canada and a gym
discount program in the US, as well as a state-of-the-art
on-site
gym with fitness classes that are free for all employees in
the US.
-
A health plan for US employees that covers fertility
treatments and certain occupational health benefits (speech
pathology, etc.)
- Employee Assistance Programs
(psychiatric/psychological/counseling) are now offered to
all employees across the organization.
- During the COVID-19 pandemic, our telehealth program is
available globally for all employees at no cost.
- We also offer access to an employee discount program for
Canada and US employees.
As part of our continuing commitment to our employees and their
families, we uphold a Parental Leave Policy for our field
operations and corporate
employees, globally. The highlights of the policy include:
-
16 weeks of 100 percent paid leave for employees who give
birth, adopt a baby who is 6 months or younger or become a
parent
of a baby through surrogacy; and
-
6 weeks of 100 percent paid leave for employees whose
spouse/partner
gives birth, and for employees who adopt a child who is
older
than 6 months.